Learner Guide BACHELORS OF COMMERCE. Learner Guide GLOSSARY PD100 BMG100. Year 1 (NQF Level 5)

Transcription

1 BMG y r a s s o l G 0 10

2 Learner Guide BACHELORS OF COMMERCE Year 1 (NQF Level 5) Learner Guide PD100 BMG100 GLOSSARY Y R A S S GLO

3 Acknowledgement Copyright Cason Hall & Co, Publishers. All rights reserved. ii

4 Archimedes' Principle of Organisation Archimedes' Principle of Organisation: any MAH will move to a level which coincides with the level of applied capability of the chief executive.

5 Accountability Accountability: situation where an individual can be called to account for his or her actions by another individual or body authorized both to do so and togive recognition to the individual for those actions.

6 Advisory Advisory: See role relationships.

7 Advisory Accountability and Authority Advisory Accountability and Authority: A is accountable for deciding on opportunities to help B by advising him/her and trying to persuade him/her to take that advice. B is accountable for deciding whether or not to take the advice, if he/she decides not to, then A is not authorized to go further.

8 Aided Direct Output (ADO) Aided Direct Output (ADO): See output.

9 Aided Direct Output (ADO) duplicate Aided Direct Output (ADO): direct outputs carried out with the assistance of subordinates.

10 Alignment of Functions Alignment of Functions: process of getting the right functions at the right level.

11 Association Association: body made up of individual members come together for a common purpose: there are non- voluntary associations, such as nations whose citizens do not have free choice of membership; and there are voluntary associations, such as companies, trade unions, and clubs, in which the individuals have chosen to become members.

12 Assumed organisation Assumed organisation: The pattern of connections between roles as it is assumed to be by the different individuals who occupy positions in the organisation.

13 Assumed Organisation Assumed Organisation: See organisation.

14 Attached Mixed Team Attached Mixed Team A team made up of a project leader and a group comprising both attached colleagues and attached subordinates.

15 Attachment Attachment: See project teams.

16 Audit Audit: See role relationships.

17 Audit Accountability and Authority Audit Accountability and Authority: A is accountable for inspecting the work of B and deciding whether or not it is satisfactorily within limits. If A decides that it is outside limits, then he/she has the authority to instruct B to stop that particular activity, and B must do so.

18 Authority Authority: legitimated power: that is to say, power vested in a person by virtue of role to expend resources-material, technical and human.

19 Business Unit Business Unit: profit-and-loss account unit within a corporation. Business units are optimally at Str-V, but may be at Str-VII, Str VI, Str-IV or Str-III.

20 Business Unit Functions Model Business Unit Functions Model: the functions to be found separated out at Str-IV in a full-scale Str-V business unit; namely, product development, procurement, production, delivery, marketing and selling; resources enhancement; programming, human resourcing, and production technology specialist staff functions; and financial, physical and human resources sustainment functions.

21 Capability Capability: ability of a person to do a work.

22 Centralisation Centralisation: coalescence of organization-wide services into one centrally organized function, as against dispersing them into small locally organized units (decentralized). Use as a principle of organization in connection only with economies of scale in services.

23 Coaching Coaching: See individual development.

24 Collateral Collateral: See role relationships.

25 Collateral Accountability and Authority Collateral Accountability and Authority: A and B are accountable for making mutual adjustments in their work in line with their manager's context so that the best over-all result is achieved.

26 Colleague Team Colleague Team A team made up of a project leader and a small group of attached colleagues.

27 Compensation Compensation : See remuneration.

28 Complexity Complexity: complexity is determined by the number of factors, the rate of change of those factors, and the ease of identification of the factors in a situation.

29 Complexity of Information Processing (CIP) Complexity of Information Processing (CIP): see complexity of mental processing

30 Complexity of Mental Processing (CMP) Complexity of Mental Processing (CMP): the complexity of the processes which an individual can apply in handling the complexity in a task. There are four methods people use to process information: declarative, cumulative, serial and parallel. There is a discontinuous difference between each of the four methods. These four methods recur in the five orders of information complexity. See also orders of information complexity. The term, Complexity of Mental Processing (CMP) is also referred to as Complexity of Information Processing (CIP) and can be used inter-changeably.

31 Conceptual Abstract (CA) Conceptual Abstract (CA): aligned with Stratum V, VI, VII and VIII, this order of information complexity, in which words are used to reference ideas and abstractions, is required for corporate levels of work.

32 Continuous Process Improvement Continuous Process Improvement: improvement by a manager of the processes that manager controls and assigns to subordinates in carrying out their work, with emphasis on process variance reduction. Continuous process improvement is a managerial accountability. It can be carried out by project teams with an accountable team leader who is appointed by the manager.

33 Coordinative Coordinative: See role relationships.

34 Coordinative Accountability and Authority Coordinative Accountability and Authority: A not only has monitoring authority with respect to B1, B2, B3, etc., but in addition has the authority to bring B1, B2, B3 together and try to persuade them to take a common course of action.

35 Counseling Counseling: See individual development: coaching.

36 Culture Culture: the totality of ways of doing things in a social system.

37 Current Applied Capability (CAC) Current Applied Capability (CAC): the capability someone has to do a certain kind of work in a specific role at a given level at the present time. It is a function of his or her complexity of mental processing (CMP), how much s/he values the work of the role (V/C), his or her skilled use of knowledge for the tasks in the role (K/S), and his or her working within the boundaries of the required behaviours established for all employees, and the specific required behaviors established for the role, both of which are essential components of (RB). We can think of this as: CAC =ƒ CMP K/S V/C RB. The term CMP Complexity of Mental Processing is sometimes replaced with CIP Complexity of Information Processing in requisite readings. In requisite organization, these two terms refer to the same thing and can be used inter-changeably. Thus, CAC =ƒ CIP K/S V/C RB is also correct, and has the same meaning.

38 Current Potential Capability (CPC) Current Potential Capability (CPC): a person's highest current level of mental complexity. It is the maximum level at which someone could work at the present time, given the opportunity to do so and provided that the work is of value to him/her, and given the opportunity to acquire the necessary skilled knowledge. This level of work is the level that people aspire to have and feel satisfied if they can get. When people have work at their CPC, they feel they have an opportunity for the full expression of their capability.

39 Custom and Practice Custom and Practice: See limits.

40 Data Data: facts which may be transformed into information.

41 Decentralisation Decentralisation: See centralisation.

42 Decision Decision: the making of a choice with the commitment of resources.

43 Delegated Direct Output (DDO) Delegated Direct Output (DDO): outputs which are assigned to be produced and sent out at subordinate levels.

44 Delegation Delegation: the act of assigning tasks to a subordinate.

45 Direct Output (DO) Direct Output (DO) output which is signed off directly and neither sent up nor sent down.

46 Direct Output Support (DOS) Direct Output Support (DOS): subordinate output that is delivered to an individual contributor in support of the individual contributor producing aided direct output (ADO).

47 Discretion Discretion: the exercise of judgment in making choices in carrying out a task.

48 Equilibration Equilibration: the balancing by managers of the standards being used by their immediate subordinate managers in appraising and directing their own immediate subordinates.

49 Equitable Pay Differential Equitable Pay Differential: Differentials in payment between positions, which are experienced by the incumbents as fair and just.

50 Equitable Payment Equitable Payment: See remuneration.

51 Ex Gratia (Impact) Payment Ex Gratia (Impact) Payment: Special ad hoc one-time payment given for some special extra effort on a particular occasion. (ad hoc: for a particular purpose.)

52 Ex Gratia Payment Ex Gratia Payment: See remuneration.

53 Extant organisation Extant organisation: extant means in existence currently and refers to the pattern of connections between roles that is actually operating in an organization at a specific time. This pattern is analyzed by systematic research and application of the scientific principles that are the foundation of requisite organization.

54 Extant Organisation Extant Organisation: See organisation.

55 First Line Manager (FLM) First Line Manager (FLM): manager role at stratum II, which is the first level of managerial work in an organization which produces direct output at stratum I. Under special circumstances the FLM may designate an Assistant (FLMA) to assist the FLM in meeting his or her accountabilities for all shifts, 24 hours, 7 days a week. See also manager. See also first line manager assistant.

56 First Line Manager Assistant (FLMA) First Line Manager Assistant (FLMA): under special circumstances in which the FLM needs support on a shift, this stratum I role is an operator who has special assignments that assist the FLM in the meeting his or her managerial accountabilities during the shift. FLMA is not a managerial role but rather functions as the FLM s representative on shift, and has authority to make recommendations to the manager about the individuals on the shift. See also first line manager.

57 Formal/Informal organisation Formal/Informal organisation: These terms are not used in requisite organisation; they are replaced by the concepts of manifest, assumed, extant, and requisite organisation.

58 Functional Alignment Functional Alignment: See alignment of functions.

59 Functions Functions: types of work activity comprising clusters of accountability. See also business unit functions model.

60 Future Potential Capability (FPC) Future Potential Capability (FPC): the maximum level at which a person will be capable of working at some time in the future, say at 5, 10, or 15 years from now.

61 Gearing (for talent pool) Gearing (for talent pool): the process whereby the MoR and immediate subordinate managers check their judgments with each other regarding the levels of current potential capability of individuals in the next two layers down.

62 General Accountability General Accountability: an instruction which applies indefinitely until amended, that specifies conditions, which, whenever they arise require a person to make decisions or take actions.

63 Goal Goal: the object of a task; a what-by-when.

64 Goods and Services Goods and Services: See products and services.

65 Grades/Pay Bands Grades/Pay Bands: see remuneration: pay band (grade).

66 Horizontal Relations Horizontal Relations: See task-initiating role relationships (TIRRs).

67 HR. Pr. T HR. Pr. T: the three specialist staff functions: human resources, programming and production technology. (and see business unit functions model).

68 Impact Payment Impact Payment: See remuneration-ex gratia payment.

69 Impact Payment duplicate Impact Payment: See ex gratia payment.

70 Implementation Implementation: the act of carrying out policies and programs by means of the assignment of tasks.

71 Individual Contributor Individual Contributor: An individual contributor is anyone who is mainly engaged in producing direct output (DO); this person does not delegate his or her work. Individual contributor work may occur at any level in the organisation. Individual contributors may be managers of subordinates who provide them with direct output support (DOS).

72 Individual Development Individual Development: means of assisting an individual to work at full potential capability. Coaching: regular discussions between a manager and an immediate subordinate in which the manager helps the subordinate to increase his or her skilled knowledge so that the subordinate is able to handle an increasing amount of the full range of work available in the subordinate's role. As a part of Coaching, from time to time a manager may use examples from his or her own work experiences to counsel and encourage a subordinate to overcome any flagging commitment due to the subordinate s external circumstances or to local conditions at work. Mentoring: discussions by a manager-once- removed (MoR) to help a subordinate-once- removed (SoR) to understand his or her potential and how that potential might be developed to achieve as full a career growth in the organisation as possible. Teaching: increasing the knowledge of an individual by means of lectures or other didactic methods. Training: means of helping individuals to enhance their skilled use of knowledge by on-the-job practice or specialized practice opportunities.

73 Judgment Judgment: the weighing up of the factors in a problem, interplaying verbalized knowledge and data and nonverbalized mental processing in relation to each other, in trying to arrive at a decision.

74 Knowledge Knowledge: See capability.

75 Knowledge (K) Knowledge (K): consists of facts, including procedures that have been articulated and be reproduced. See also skills.

76 Level of Work (LoW) in Role Level of Work (LoW) in Role: The weight of responsibility felt in roles as a result of the complexity of the work in the role. The level of work in any role can be measured by the time-span of discretion of the tasks in that role. See work. See time-span of discretion.

77 Limits, Prescribed Limits, Prescribed: The policies and procedures, rules and regulations, customs and practice, laws, resource and financial constraints, and other limits such as output numbers, or quality or target- completion time, which must be adhered to in carrying out an assigned task or in meeting general accountabilities.

78 Management Management: The act of managing subordinates but not used as a status term such as the management. (see also accountability and authority).

79 Manager Manager: A person in a role in which he or she is held accountable not only for his or her personal effectiveness but also for the output of others; and is accountable for building and sustaining an effective team of subordinates capable of producing those outputs, and for exercising effective leadership. (And see accountability and authority).

80 Manager-once-Removed (MoR) Manager-once-Removed (MoR): The manager of a subordinate's immediate manager is that subordinate's manageronce-removed.

81 Manager-once-Removed (MoR) Leadership Practices Manager-once-Removed (MoR) Leadership Practices: MoRs are required to use the following key leadership practices in their three-stratum managerial work: Establish subordinate-once- removed roles; Talent pool mapping; Evaluating SoR potential capability; Mentoring and career development; Assess quality of managerial leadership of subordinate managers; Equilibration of managerial fairness; 3-Stratum leadership. See individual development, capability, maturation, and equilibration.

82 Managerial Accountability and Authority Managerial Accountability and Authority: A manager is accountable for the output of immediate subordinates B2, B2, B3, and for developing and maintaining a team of subordinates capable of producing the required outputs. He/she has a minimum the authority to veto their appointment, to decide task-type assignments, to decide personal effectiveness appraisal and merit review, and to decide to initiate removal from role/ (deselect).

83 Managerial Accountability Hierarchy (MAH) Managerial Accountability Hierarchy (MAH): A system of roles in which an individual in a higher role (manger) is held accountable for the outputs of persons in immediately lower roles (subordinates) and can be called to account for their actions.

84 Managerial Leadership Practices (MLP) Managerial Leadership Practices (MLP): managers are required to use the following key leadership practices in their working relationship with each subordinate, in team building, and team meetings: Managerial Team-working; Planning; Context Setting; Task Assignment; Personal Effectiveness Appraisal; Merit Review; Coaching; Selection; Induction and De-selection Continuous Improvement. See individual development. See capability.

85 Manifest organisation Manifest organisation: The structure of an organisation as it appears on the organisation chart.

86 Manifest Organisation Manifest Organisation: See organisation.

87 Marketing Marketing: See sales.

88 Maturation Maturation: A process in which a given aspect of a person is biologically innate and grows in a regular way to a predictable end state, so long as the individual does not encounter any severely limiting environmental conditions, especially in infancy.

89 Mental Mode Mental Mode: the highest level of mental processing to which an individual will finally mature.

90 Mental Mode duplicate Mental Mode: See capability.

91 Mental Processing Mental Processing: the use of particular mental process for handling information in order to do work. The four methods of processing information as: Declarative; Cumulative; Serial; Parallel.

92 Mental Processing duplicate Mental Processing: See capability.

93 Mentoring Mentoring: discussions by a manager-once- removed (MoR) to help a subordinate-once- removed (SoR) to understand his or her potential and how that potential might be developed to achieve as full a career growth in the organisation as possible.

94 Mentoring duplicate Mentoring: See role relationships.

95 Monitoring Monitoring: See accountability and authority.

96 Monitoring Accountability and Authority Monitoring Accountability and Authority: A is accountable for keeping abreast of what B is doing and for taking opportunities to persuade B to take alternative courses and action which A thinks are more in line with policy. If B does not accept A's persuasion and A considers the matter to be serious, then A must report to higher authority.

97 Mutual Knowledge Unit Mutual Knowledge Unit: A unit of a manager and immediate subordinates, small enough for all of its members to know one another and for the manager to know each subordinate well enough to understand their strengths and weaknesses in work, personal foibles, and so on.

98 Mutual Recognition Unit Mutual Recognition Unit: A three stratum unit which is small enough (under about 200 people) for all of its members to be able to recognize one another.

99 Operational Spine Operational Spine: See business unit functions model.

100 Order of Information Complexity Order of Information Complexity: four types of mental processing have been found to recur at higher and higher orders of complexity of the information that is being processed, giving a recursive hierarchy of levels of mental complexity.

101 Orders of Information Complexity Orders of Information Complexity: there are 5 orders of increasing complexity of information. The first two orders, Pre-verbal and Concrete Verbal, are associated with childhood. The next two orders, Symbolic Verbal and Conceptual Abstract, are associated with the wide range of ordinary adulthood and therefore with levels of work in the managerial hierarchy. (See definitions below.) The fifth order, Universals, is associated with rare genius, such as the creation of sweeping new theories, new types of societies, new systems of ethics and morality, etc.

102 Orders of Information Complexity duplicate Orders of Information Complexity: See complexity

103 Organisation Organisation: Any system with an identifiable structure of related roles. Assumed organisation: The pattern of connections between roles as it is assumed to be by the different individuals who occupy positions in the organisation. Extant organisation: extant means in existence currently and refers to the pattern of connections between roles that is actually operating in an organization at a specific time. This pattern is analyzed by systematic research and application of the scientific principles that are the foundation of requisite organization. Formal/Informal organization: These terms are not used in requisite organization; they are replaced by the concepts of manifest, assumed, extant, and requisite organisation. Manifest organization: The structure of an organisation as it appears on the organisation chart. Requisite Organization: The pattern of connections which ought to exist between roles if the system is both to work efficiently and to operate as required by the nature of human nature and the enhancement of mutual trust.

104 Organisational Culture Organisational Culture: Includes: rules and regulations; resources; custom and practice; shared values; language; belief systems; economics; policies and procedures; and tradition and assumptions.

105 Organisational Structure Organisational Structure: The system of role relationships-of positions people hold in working together that establish the boundaries within which people relate to each other.

106 Outposting Outposting: Is where A sends B to a geographically distant site which is managed by C, and where C is accountable for providing certain resources to B and carried monitoring authority with respect to B's general conduct on site. A retains full managerial accountability.

107 Output Output: the quantity of results produced, over a specified period of time, by an individual's work (i.e. use of judgment and discretion directed towards achieving an agreed target within the prevailing conditions).

108 Pay Pay (Bracket): See remuneration.

109 Pay Band (grade) Pay Band (grade): Bands for pay and progression within a stratum. As sub- divisions of the pay bracket, there are three pay bands in each pay bracket: Low, Mid and High, which corresponds directly to the level of work (Low, Mid, High) in a role, placed within a specific stratum.

110 Pay Bracket Pay Bracket: The range of total compensation from bottom to top available for any given pay band within a stratum, and hence for any given role within that grade. See pay band (grade).

111 Pay Step Pay Step: A sub-division of a pay band. Requisitely, there are six steps in each band.

112 Payment Differential (Relativity) Payment Differential (Relativity) The comparative levels of total remuneration as between positions. See equitable pay differential.

113 Penalties Penalties: See recognition.

114 Performance Performance: See personal effectiveness; and output.

115 Personal Effectiveness Personal Effectiveness: The effectiveness of an individual's work (use of judgment and discretion) in producing outputs under prevailing conditions as judged by the immediate manager. See output. Personal Effectiveness Appraisal: Assessment by a manger of a subordinate's level of applied capability (which builds into on-going coaching and merit review). Periodic Personal Effectiveness Review A review by a manager at specified times (say, annually) of a subordinate's personal effectiveness throughout the period under review, and decision by the manager about merit award for the subordinate for that period.

116 Personal Effectiveness Appraisal Personal Effectiveness Appraisal: Assessment by a manger of a subordinate's level of applied capability (which builds into on-going coaching and merit review). Periodic Personal Effectiveness Review A review by a manager at specified times (say, annually) of a subordinate's personal effectiveness throughout the period under review, and decision by the manager about merit award for the subordinate for that period.

117 Policy Policy: A statement of limits or objectives which has no target completion time and which persists until changed.

118 Policy-Controlled Direct Output (PCDO) Policy-Controlled Direct Output (PCDO): direct outputs with substantial policy implications which thus require appropriate policy-control review before it can be sent out.

119 Potential Capability Potential Capability: See capability.

120 Power Power: The ability of an individual, by virtue of personal abilities, persuasiveness, and resources, to influence others in a situation where he/she has no legitimate authority.

121 Pr. HR.T. Pr. HR.T.: See HR..Pr. T.

122 Prescribed Limits Prescribed Limits: See limits.

123 Prescribing Prescribing: See role relationships.

124 Prescribing Accountability and Authority Prescribing Accountability and Authority: If A judges that B is doing something that may have seriously destructive consequences, A has the authority to instruct B to carry out corrective activities, and B is accountable for doing so, including carrying out the activities at the time prescribed. A does not have managerial accountability or authority with respect to B.

125 Problem-Complexity Problem-Complexity: See complexity.

126 Problem-Solving Ability Problem-Solving Ability: The ability of an individual to handle complexity in solving problems. See working-capability.

127 Process Process: A series of actions or operations leading to a particular goal.

128 Products and Services Products and Services: Outputs produced for clients or consumers. See output.

129 Project Teams Project Teams: A project team is an ad hoc group of individuals brought together under a team leader to complete a particular assignment. (ad hoc: for a particular purpose) Subordinate Attachment Team: A team made up of a team manager and a small group of attached subordinates. Attached Mixed Team A team made up of a project leader and a group comprising both attached colleagues and attached subordinates. Colleague Team A team made up of a project leader and a small group of attached colleagues.

130 QQT/R QQT/R: See task.

131 Recognition Recognition: Identification to individuals of their personal effectiveness, in terms of unrecorded or recorded statements, financial remuneration, or career advancement.

132 Regulations Regulations: See limits.

133 Remuneration Remuneration: The total compensation granted to an employee in exchange for work and comprising all forms of payment including money and the financial equivalent of non-monetary payments. Equitable Pay Differential: Differentials in payment between positions, which are experienced by the incumbents as fair and just. Ex Gratia (Impact) Payment: Special ad hoc one-time payment given for some special extra effort on a particular occasion. (ad hoc: for a particular purpose.) Impact Payment: See ex gratia payment. Pay Bracket: The range of total compensation from bottom to top available for any given pay band within a stratum, and hence for any given role within that grade. See pay band (grade). Pay Step: A sub-division of a pay band. Requisitely, there are six steps in each band. Pay Band (grade): Bands for pay and progression within a stratum. As sub- divisions of the pay bracket, there are three pay bands in each pay bracket: Low, Mid and High, which corresponds directly to the level of work (Low, Mid, High) in a role, placed within a specific stratum. Payment Differential (Relativity) The comparative levels of total remuneration as between positions. See equitable pay differential.

134 Required Behaviour Required Behaviour: see current applied capability

135 Required Behaviours (RB) Required Behaviours (RB): consistently acting in alignment with the stated values, established practices, policies and procedures of the company, as well as consistently taking the specific actions required by the role.

136 Requisite Organisation Requisite Organisation: The pattern of connections which ought to exist between roles if the system is both to work efficiently and to operate as required by the nature of human nature and the enhancement of mutual trust.

137 Resource Sustainment Resource Sustainment: Functions concerned with ensuring that human, financial, capital and technical resources are well maintained and not allowed to deteriorate.

138 Role Role: A position in a social system.

139 Role Complexity Role Complexity: The complexity in a role as measured by time-span.

140 Role Relationships Role Relationships: The accountability and the authority obtaining between any two roles in a social system. The following are some of the main accountability and authority components to be found in role relationships in accountability hierarchies. Advisory Accountability and Authority: A is accountable for deciding on opportunities to help B by advising him/her and trying to persuade him/her to take that advice. B is accountable for deciding whether or not to take the advice, if he/she decides not to, then A is not authorized to go further. Audit Accountability and Authority: A is accountable for inspecting the work of B and deciding whether or not it is satisfactorily within limits. If A decides that it is outside limits, then he/she has the authority to instruct B to stop that particular activity, and B must do so. Collateral Accountability and Authority: A and B are accountable for making mutual adjustments in their work in line with their manager's context so that the best over-all result is achieved. Coordinative Accountability and Authority: A not only has monitoring authority with respect to B1, B2, B3, etc., but in addition has the authority to bring B1, B2, B3 together and try to persuade them to take a common course of action. Managerial Accountability and Authority: A manager is accountable for the output of immediate subordinates B2, B2, B3, and for developing and maintaining a team of subordinates capable of producing the required outputs. He/she has a minimum the authority to veto their appointment, to decide task-type assignments, to decide personal effectiveness appraisal and merit review, and to decide to initiate removal from role/ (deselect). Monitoring Accountability and Authority: A is accountable for keeping abreast of what B is doing and for taking opportunities to persuade B to take alternative courses and action which A thinks are more in line with policy. If B does not accept A's persuasion and A considers the matter to be serious, then A must report to higher authority. Prescribing Accountability and Authority: If A judges that B is doing something that may have seriously destructive consequences, A has the authority to instruct B to carry out corrective activities, and B is accountable for doing so, including carrying out the activities at the time prescribed. A does not have managerial accountability or authority with respect to B. Service-Getting and Service-Giving Accountability and Authority: The service- getter, A, has the authority to go to the service-giver B and to instruct B to provide an authorised service. B is accountable for providing the service unless he/she does not have the resources to do so, in which case B must indicate to A whether and when it will be possible to provide the authorised service.

141 Rules Rules: See limits.

142 Sales and Marketing Sales and Marketing: Marketing is concerned with understanding the needs of particular groups of customers, and with conducting promotional campaigns to influence those groups. Sales is concerned with understanding the needs of individual customers, trying to influence those customers, negotiating with them, taking orders, ensuring delivery, and doing follow-up work.

143 Service-Getting and Service-Giving Accountability and Authority Service-Getting and Service-Giving Accountability and Authority: The service- getter, A, has the authority to go to the service-giver B and to instruct B to provide an authorised service. B is accountable for providing the service unless he/she does not have the resources to do so, in which case B must indicate to A whether and when it will be possible to provide the authorised service.

144 Skill (S) Skill (S): ability, learned through experience and practice, to use given knowledge without having to pay attention, i.e. what a person has learned to do without thinking through the steps involved. See also knowledge and capability

145 Strategic Work Strategic Work: The nature of work at Stratum VII and VI to define an Organisation's directions and objectives.

146 Stratification in MAHs Stratification in MAHs: The layering of accountability hierarchies into Organisation strata.

147 Stratum A managerial layer in an MAH Stratum A managerial layer in an MAH: the work is characterised by a given range of levels of complexity.

148 Style Style: The way an individual goes about work, as determined by his or her personal make-up.

149 Subordinate Subordinate: A person for whose output a manager is held accountable.

150 Subordinate Attachment Team Subordinate Attachment Team: A team made up of a team manager and a small group of attached subordinates.

151 Subordinate-once-Removed (SoR) Subordinate-once-Removed (SoR): The subordinate of a manager's immediate subordinate is that manager's subordinate-once-removed.

152 Symbolic Verbal (SV) Symbolic Verbal (SV): aligned with Stratum I, II, III and IV, this order of information complexity, in which words are used as symbols, is used by most adults.

153 T T:see HR. Pr. T.

154 Talent Pool Development (TPD) Talent Pool Development (TPD): A system for the development of a population of employees who have a distribution of current and future potential capability to discharge the company's current and future human resourcing requirements. The system includes talent pool mapping, selection, recruitment, mentoring, lateral transfers and other methods of individual career development.

155 Target Completion Time (TCT) Target Completion Time (TCT): the T component of task definition (QQT/R) in which a manager states the time by when the outputs of a task/accountability are required. It is a statement of how long the subordinate will be expected to use his or her own judgment and discretion toward achieving the goal(s) of the task/accountability assignment. See Task and see Time Span of Discretion.

156 Task Task: An assignment to produce a specified output (including quantity and quality) within a targeted completion time, allocated resources and methods and within prescribed limits (policies, procedures, rules, regulations, etc.), QQT/R. See output.

157 Task Complexity Task Complexity: the complexity of the information which has to be handled in carrying out a task by means of a particular method.

158 Task-Assigning Role Relationships (TARRs) Task-Assigning Role Relationships (TARRs): are relationships in which A is not only authorized to get B to do something, but is also held accountable by his or her own manager for B's output (and its quantity, quality and delivery time, within resources and procedures). These are vertical role relationships.

159 Task-Complexity Task-Complexity: See complexity.

160 Task-Initiating Role Relationships (TIRRs) Task-Initiating Role Relationships (TIRRs): are relationships in which A is authorized to initiate B's doing something but where it is B's manager (and not A) who is held accountable for whether or not B does it and for B's output. TIRRs define who can do what to whom in lateral or horizontal relationships.

161 Teaching Teaching: increasing the knowledge of an individual by means of lectures or other didactic methods.

162 Teaching duplicate Teaching: See individual development.

163 Teams Teams: See manager. See project teams.

164 Temperament Temperament: See capability.

165 Time-Horizon Time-Horizon: A method of quantifying an individual's potential capability, in terms of the longest time-span s/he could handle at a given point in their maturation process.

166 Titles Titles: The following system of titles is used.

167 Training Training: means of helping individuals to enhance their skilled use of knowledge by on-the-job practice or specialized practice opportunities.

168 Trust Trust: The ability to rely upon others to be truthful and to do as they say, and to follow established rules, procedures and custom and practice.

169 Values Values: See capability.

170 Values and Commitment (V/C) Values and Commitment (V/C): those things to which an individual will give priority or wants to do. Values are vectors which direct our actions. How much we value a role determines our commitment to work in it.

171 Work: Work: The exercise of judgment and discretion in making decisions in carrying out goal directed activities.